Strategy evaluation and control at Ushuru Savings and Credit Cooperative Society Limited

Author: Juma, Joseph Hamisi

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Strategic management/Ushuru Savings and Credit Cooperative Society Limited/Savings and credit cooperative societies ;

Pages: 47

Advisors: Eliud Mududa

Abstract:

The business world is in the process of a global transformation. Mergers, acquisitions, outsourcing and downsizing are becoming common word everywhere. International boundaries are fading in importance as businesses take on a more global perspective (Stevens, 2000). Strategic management takes a panoramic view of this changing business terrain and attempts to show how large and small firms can be more effective and efficient not only in today's world but tomorrow as well. Strategic management is the set of managerial decisions and action that determines the way for the long-range performance of the company. It includes environmental scanning, strategy formulation, strategy evaluation and control, evaluation and control. The objectives of the study were to establish strategy evaluation and control practices at Ushuru Sacco and determine the factors that influence strategy evaluation and control practices at Ushuru Sacco. The research was conducted through a case study method. A sample of six persons from the top and middle management was interviewed in order to gain an insight into what response strategies that this level of management applied in order to deal with the changing the strategic evaluation and control system. Content analysis technique was used to analyze the data. The study found that to ensure compliance with the strategy can go a long way in helping the Sacco gain a competitive edge, help in defining the business of the Sacco and also help in achieving right direction. The study finally concludes that initiatives are taken by management in creating and sustaining a climate within the Sacco that motivates employees in their implementation role with managers paying as much attention to planning the implementation of their strategies as they give to formulating them. Since this study adopted the interview method as the primary data collection method, the researcher suggests that a study be carried out using other methods of primary and secondary data collection to see whether there will be difference in the results.